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The high engagement work culturebalancing 'me' and 'we' /

Record Type:	Electronic resources : Monograph/item
Title/Author:	The high engagement work cultureDavid Bowles, Cary Cooper.
Reminder of title:	balancing 'me' and 'we' /
Author:	Bowles, David,
other author:	Cooper, Cary L.
Published:	Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan,2012.
Description:	1 online resource (viii, 180 p.) :ill.
Subject:	Corporate culture.
Online resource:	https://link.springer.com/book/10.1057/9781137028075
ISBN:	9781137028075 (electronic bk.)

The high engagement work culturebalancing 'me' and 'we' /
Bowles, David,Dr.

The high engagement work culturebalancing 'me' and 'we' /[electronic resource] :David Bowles, Cary Cooper. - Houndmills, Basingstoke, Hampshire ;Palgrave Macmillan,2012. - 1 online resource (viii, 180 p.) :ill.

Includes bibliographical references and index.

Introduction and Background -- Part 1. What Has Happened to Our Work Culture and Why? 1. The Crash of 2008: What Happened and Why Did It Happen? -- 2. A Benefit of the Crash: More Focus on Culture and Engagement at Work -- 3. Ego at Work: The Common Thread between the Crash and Low Engagement -- Part 2. What Can We Do To Change? 4. Balancing Me and We: Building a Sustainable, High Enagement Work Culture -- 5. Case Studies for the High Engagement Culture: BMW Group and Whole Foods Market -- 6. Why All This Matters So Much, and Where We Go From Here.

"The financial Crash of 2008 was not just about government regulation or lack thereof; the low tide of the Crash also revealed just how vulnerable our societies are to those organizations which focus so much on their own self-serving goals, that they ignore the damage they can do outside their walls. To counter this, the authors ask whether there is a better way to run this capitalist system of ours, instead of being tempted to throw it out and replace it with something much worse. Their prescription is to create the high engagement work culture in our organizations through a greater balance between the urges of 'me' and the desires and needs of 'we'; a work culture which brings real benefits to all stakeholders, not just the few, and drives the performance of our organizations to new heights. This is not 'pie in the sky': it is being lived by those companies featured in detail in these pages, such as Whole Foods Market and BMW"--Provided by publisher.

ISBN: 9781137028075 (electronic bk.)

Source: 521909Palgrave Macmillanhttp://www.palgraveconnect.comSubjects--Topical Terms:

209905
Corporate culture.
Index Terms--Genre/Form:

214472
Electronic books.

LC Class. No.: HD58.7 / .B69 2012eb

Dewey Class. No.: 658.4

The high engagement work culturebalancing 'me' and 'we' /
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245 1 4 $a The high engagement work culture $h [electronic resource] : $b balancing 'me' and 'we' / $c David Bowles, Cary Cooper.
260 $a Houndmills, Basingstoke, Hampshire ; $a New York : $b Palgrave Macmillan, $c 2012.
300 $a 1 online resource (viii, 180 p.) : $b ill.
504 $a Includes bibliographical references and index.
505 0 $a Introduction and Background -- Part 1. What Has Happened to Our Work Culture and Why? 1. The Crash of 2008: What Happened and Why Did It Happen? -- 2. A Benefit of the Crash: More Focus on Culture and Engagement at Work -- 3. Ego at Work: The Common Thread between the Crash and Low Engagement -- Part 2. What Can We Do To Change? 4. Balancing Me and We: Building a Sustainable, High Enagement Work Culture -- 5. Case Studies for the High Engagement Culture: BMW Group and Whole Foods Market -- 6. Why All This Matters So Much, and Where We Go From Here.
520 $a "The financial Crash of 2008 was not just about government regulation or lack thereof; the low tide of the Crash also revealed just how vulnerable our societies are to those organizations which focus so much on their own self-serving goals, that they ignore the damage they can do outside their walls. To counter this, the authors ask whether there is a better way to run this capitalist system of ours, instead of being tempted to throw it out and replace it with something much worse. Their prescription is to create the high engagement work culture in our organizations through a greater balance between the urges of 'me' and the desires and needs of 'we'; a work culture which brings real benefits to all stakeholders, not just the few, and drives the performance of our organizations to new heights. This is not 'pie in the sky': it is being lived by those companies featured in detail in these pages, such as Whole Foods Market and BMW"--Provided by publisher.
588 $a Description based on print version record.
650 0 $a Corporate culture. $3 209905
650 0 $a Organizational behavior. $3 193147
650 0 $a Work environment. $3 215250
650 0 $a Employee morale. $3 245695
650 7 $a BUSINESS & ECONOMICS / Corporate Governance $2 bisacsh $3 564242
650 7 $a BUSINESS & ECONOMICS / Leadership $2 bisacsh $3 564243
650 7 $a BUSINESS & ECONOMICS / Organizational Development $2 bisacsh $3 564244
650 7 $a BUSINESS & ECONOMICS / Workplace Culture $2 bisacsh $3 564212
655 4 $a Electronic books. $2 local. $3 214472
700 1 $a Cooper, Cary L. $3 208744
776 0 8 $i Print version: $a Bowles, David. $t High engagement work culture. $d Houndmills, Basingstoke, Hampshire ; New York : Palgrave Macmillan, 2012 $z 9780230304499 $w (DLC) 2012024028 $w (OCoLC)797969835
856 4 0 $3 Palgrave Connect $u https://link.springer.com/book/10.1057/9781137028075
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